Faculty Presenters. The Care Transitions Program. STAAR Initiative

Transcription

1 Session M13 These presenters have nothing to disclose 26th Annual National Forum on Quality Improvement in Health Care Minicourse: Reducing Avoidable Readmissions by Creating a More Patient-Centered Transition Home Overview of the Problem, Promising Approaches and IHI s Approach to Reducing Readmissions Eric Coleman, MD, MPH, Director of Care Transitions Program, University of Colorado at Denver Gail Nielsen, IHI Fellow, Faculty, Institute for Healthcare Improvement Orlando, FL December 8, 2014 Faculty Presenters The Care Transitions Program Eric A. Coleman, MD, MPH, AGSF, FACP Professor of Medicine Director, Care Transitions Program University of Colorado at Denver Expert Faculty, STAAR Initiative STAAR Initiative Gail A Nielsen, BSHCA, FAHRA Fellow and Faculty, Institute for Healthcare Improvement Former Director of Learning and Innovation, Iowa Health System 1

2 Session Objectives After this session participants will be able to: Understand the context and common problems that contribute to patients being readmitted to the hospital within 30 days of discharge Describe IHI s approach to reducing avoidable readmissions Identify successful approaches to engaging staff and clinicians in all clinical settings to create an ideal transition home after an acute care hospitalization Manifestations of Poor Transitions Medication errors Absence of follow-up care Greater use of hospital and emergency room Higher costs of care 2

3 Readmissions Among Patients in the Medicare Fee-for-Service Program 1in 5 Medicare Beneficiaries are readmitted in 30 days Among medical patients readmitted at 30 days: 50% no bill for MD service between discharge and readmission Among surgical patients readmitted at 30 days: 70% are readmitted with a medical (as opposed to a surgical) DRG S. F. Jencks, M. V. Williams, and E. A. Coleman, Readmissions Among Patients in the Medicare Fee-for-Service Program, New England Journal of Medicine, Apr. 2, (14): Mor V, Intrator O, Feng Z, Grabowski DC. The revolving door of readmission from skilled nursing facilities. Health Aff (Millwood);29:

4 7 The Billion Dollar U-Turn Readmissions are: Frequent 20% Medicare beneficiaries readmitted within 30 days Costly $17B in Medicare spending; $25B across all payers annually Actionable for improvement Up to 76% potentially avoidable CHF, CAP, AMI, COPD lead the medical conditions CABG, PTCA, other vascular procedures lead surgical conditions Highly variable Medicare 30-day readmission rate varies 13-24% between states Variation greater within states MedPAC Report to Congress, Promoting Greater Efficiency in Medicare. June 2007 Mark Taylor, The Billion Dollar U-Turn, Hospitals and Health Networks, May 2008 Commonwealth Fund State Scorecard on Health System Performance. June

5 Confluence of National Attention 5

6 Medicare Payment Advisory Commission (MedPAC) Three policies to align incentives to reduce readmissions: 1) Public disclosure of hospital 30-day (risk-adjusted) readmission rates 2) Adjust payment based on performance (i.e., penalties) 3) Bundling payment across hospitals and physicians Readmission Penalties Beginning FY 2013: Heart failure AMI Pneumonia Beginning FY 2015: COPD Knee and Hip Joint Replacement 6

7 Medicare Post-Acute Care Transformation Act of 2014 (IMPACT) 13 Signed into law October 6, 2014 By 2022, payment rates will be tied to individual characteristics instead of settings where the patient is treated Intended to streamline PAC sector by standardizing assessments - Continuity Assessment Record and Evaluation Item Set (CARE) Affects skilled nursing facilities (SNF), home health agencies, inpatient rehabilitation facilities (IRF), and long-term care hospitals (LTCH). Financial penalties for failing to report quality measures beginning

8 Measuring Hospital Readmission: Far from a Perfect Science Numerator/denominator what should count? Related/unrelated admissions? Planned/elective admissions? Risk adjustment? Observation status? Nursing home readmissions? Journal of Hospital Medicine 4(6): July/August

9 Recent Evidence Gives us reason for pause Results are unimpressive and join growing number of mixed or negative studies in disease management/case management/care coordination We need to be careful not to over emphasize assessment, care planning, and patient education compared to patient/family caregiver engagement Time to shift from provider-centered care to patientcentered care Determinants of Preventable Readmissions Preventable readmissions have hallmark characteristics of healthcare events prime for intervention and reform Patients with generally worse health and greater frailty are more likely to be readmitted Identification of determinants does not provide a single intervention or clear direction for how to reduce their occurrence There is a need to Address the tremendous complexity of contributing variables Identify modifiable risk factors (patient characteristics and health care system opportunities) Determinants of preventable readmissions in United States: a systematic review. Implementation Science 2010, 5:88 9

10 The Bad News: There are No Silver or Magic Bullets!.no straightforward solution perceived to have extreme effectiveness Conclusion: No single intervention implemented alone was regularly associated with reduced risk for 30-day rehospitalization. Hansen, Lo, Young, RS, Keiki, h, Leung, A and William, MV, Interventions to Reduce 30-Day Rehospitalizations: A Systematic Review, Ann Int Medicine 2011; 155: The Major Challenges Potentially preventable rehospitalizations are prevalent, costly, burdensome for patients and families and frustrating for providers No one provider or patient can just work harder to address the complex factors leading to early unplanned rehospitalization Problem is exacerbated by a highly fragmented delivery system in which providers largely act in isolation and patients are usually responsible for the own care coordination Most payment systems reward maximizing units of care delivered rather than quality care over time 10

11 Opportunities Many re-hospitalizations are avoidable Nationally we are making progress Keys to reducing re-admissions include: Not focusing on the hospital alone Aligning financial incentives Addressing systematic barriers Fostering leadership at the multiple levels 11

12 What can be done, and how? There exist a growing number of approaches to reduce 30-day readmissions that have been successful locally Which are high leverage? Which are scalable? Success requires engaging clinicians, providers across organizational and service delivery types, patients, payers, and policy makers How to align incentives? How to catalyze coordinated effort? The Good News: There are Promising Approaches to Reduce Rehospitalizations Improved transitions out of the hospital Project RED BOOST IHI s Transforming Care at the Bedside and STAAR Initiative Hospital to Home H2H (ACC/IHI) Reliable, evidence-based care in all care settings PCMH, INTERACT, VNSNY Home Care Model Supplemental transitional care after discharge from the hospital Care Transitions Intervention (Coleman) Transitional Care Intervention (Naylor) Alternative or intensive care management for high risk patients Proactive palliative care for patients with advanced illness Evercare Model Heart failure clinics PACE Program; programs for dual eligibles Intensive care management from primary care or health plan 12

13 Immediate Steps Your Organization Is Well-Positioned to Take (c) Eric A. Coleman, MD, MPH All Arenas Include patients and family caregivers as partners in the care team Identify their specific learning needs and limitations (language, literacy, cognition) Support them in their self-care roles build confidence and skills through simulation (c) Eric A. Coleman, MD, MPH 13

14 Hospital Arena Do away with term discharge Facilitate opportunity for receiving care providers to engage in 2-way communication Set expectation that summaries be available within 72 hours Ambulatory Arena Provide clear instructions on how to access after hours care Create access for hospital follow-up visits (c) Eric A. Coleman, MD, MPH 14

15 Home Health Care Consider making first visit before patient has left the hospital or nursing home Within rules and regulations, try to have one home care nurse work with a given ambulatory practice (c) Eric A. Coleman, MD, MPH QAPI Toolkits and Resources 30 QAPI at a Glance QAPI process tools QAPI topic tools Online learning modules Evidence & best practices Case Studies Online resource library 15

16 Medications Support patients in medication reconciliation Encourage use of a single pharmacy Provide the indication for each medication Print a copy of the medication list after each encounter or modification/reconciliation (c) Eric A. Coleman, MD, MPH Timely/Accurate Information Transfer Review and understand HIPAA Develop community standards for the content and format for information transfer Information transfer should proceed the patient s physical transfer to the next setting (c) Eric A. Coleman, MD, MPH 16

17 Health Information Technology to Support Care Transitions Identify baseline cognitive and physical function Identify advance directives Identify family caregivers (c) Eric A. Coleman, MD, MPH Measure Performance Identify opportunities for improvement Include metrics on recidivism Include patient perspective Reward performance (c) Eric A. Coleman, MD, MPH 17

18 Health Literacy and Activation to Promote Patient Engagement The importance of health literacy and activation to fully engage our patients is under appreciated There is a strong evidence base for the value of routinely identifying health literacy and patient activation and then customizing our patient instructions and care plans (c) Eric A. Coleman, MD, MPH How Much do Health Literacy and Patient Activation Contribute to Older Adults Ability to Manage their Health? Judith Hibbard Jessica Greene University of Oregon Institute for Policy Innovation and Research Funding from AARP public Policy Institute 18

19 Activation Is Developmental (c) Judith Hibbard, PhD University of Oregon Health Literacy and Activation are Related, but are not the same Health Literacy Patient Activation Judith Hibbard, PhD University of Oregon 19

20 Literacy vs Patient Activation For most of the behaviors, activation plays an equal or larger role than literacy Taking on and maintaining new behaviors requires self-efficacy as well as knowledge. Taking on new behaviors also requires a belief that this is one s job to manage health. Where information is the primary requirement (e.g. making Medicare choices), literacy plays a larger role. Judith Hibbard, PhD University of Oregon For More Information on the PAM 20

21 Harold D. Miller, President and CEO, Network for Regional Healthcare Improvement and Executive Director, Center for Healthcare Quality and Payment Reform 21

22 Changing Paradigms Traditional Focus Immediate clinical needs Patients LOS & timely discharge Handoffs Clinician teaching Location teams Transformational Focus Whole person needs Patient & family members Post-acute care plan for comprehensive needs Co-design of handovers Patient & family learning Cross-continuum team We can t solve problems by usng the same kind of thinking we used when we created them. Albert Einstein We can t solve problems by using the same kind of thinking we used when we created them. Albert Einstein 22

23 IHI s approach to reducing avoidable readmissions IHI s Framework: Improving Care Transitions Transition to Community Care Settings and Better Models of Care Supplemental Care for High-Risk Patients The Transitional Care Model (TCM) Transition from Hospital to Home or other Care Setting Patient and Family Engagement Cross-Continuum Team Collaboration Health Information Exchange and Shared Care Plans 23

24 Improving Transitions Core Processes Skilled Nursing Care Centers Hospital Cross-continuum Teams are Core to the Work Primary & Specialty Care Home (Patient & Family Caregivers) Home Health Care Systems of Care The quality of patients experience is the north star for systems of care. Don Berwick 24

25 Strategic Roles for Executive Leaders Include reducing the hospital s readmission rate in strategic priority for the executive leaders at your hospital Know your hospital s 30-day readmission rate Clarify your understanding of the problem Assess the financial implications of potential decreases in reimbursement from Declared your improvement goals Assess organizational capability to make improvements Specify how will you provide oversight for improvement initiatives, learn from the work, and spread successes Co-Design of Handover Communications 25

26 Cross Continuum Teams A team of hospital and community-based clinicians along with patients and family members: Provide oversight and guidance Help to connect improvement efforts across all care settings Identify improvement opportunities Facilitate collaboration to test changes Facilitate learning across care settings Provide oversight for the initial pilot unit work and establish a dissemination and scale-up strategy Cross Continuum Teams CCTs: Are one of the most transformational changes in IHI s work to improve care transitions Reinforce the idea that readmissions are not solely a hospital problem Need engagement at two levels: 1) Executives remove barriers and develop overall strategies for ensuring care coordination 2) Front-line leverages the power of senders and receivers co-designing processes to improve transitions of care Collaboration across care settings is a great foundation for integrated care delivery models (e.g. bundled payment models, ACOs) 26

27 Diagnostic Case Reviews Provide opportunities for learning from reviewing a small sampling of patient experiences Engage the hearts and minds of clinicians and catalyze action toward problem-solving: Teams complete a formal review of the last five readmissions every 6 months (chart review and interviews) Members from the cross-continuum team hear firsthand about the transitional care problems through the patients eyes Rebecca s Story Rebecca Bryson lives in Whatcom County, WA and she suffers from diabetes, cardiomyopathy, congestive heart failure, and a number of other significant complications; during the worst of her health crises, she saw 14 doctors and took 42 medications. In addition to the challenges of understanding her conditions and the treatments they required, she was burdened by the job of coordinating communication among all her providers, passing information to each one after every admission, appointment, and medication change. 27

28 Rebecca Bryson 55 Rebecca s Story Rebecca dreams of an ideal tool that would help her keep her care team all on the same page. She described typical medical records as location or process centered, not patient-centered. She also describes how difficult it can be for patients to navigate a large health care system. Rebecca summarizes her experience in this way Patients are in the worst kind of maze, one filled with hazards, barriers, and burdens. 28

29 Four Guides on Transitions Senders: From Hospital to SNF or Home Receivers: Office Practice Home Care Skilled Nursing Care Facilities How-to Methods ReduceAvoidableRehospitalizations.aspx Key Changes to Achieve an Ideal Transition from Hospital (or SNF) to Home 1. Partner with Patient and Family to Identify Post-Hospital Needs 2. Provide Effective Teaching and Facilitate Learning 3. Create and Activate a Post-Hospital Followup Plan 4. Provide Real-Time Handover Communications 29

30 Systematic Review of Risk Prediction Models Conclusions: Most current readmission risk prediction models that were designed for either comparative or clinical purposes perform poorly. Although in certain settings such models may prove useful, efforts to improve their performance are needed as use becomes more widespread. Kansagara, D, Risk Prediction Models for Hospital Readmission: A Systematic Review et. al., JAMA. 2011;306(15): IHI s Approach: Assess the Patients Medical and Social Risk for Readmission High-Risk Moderate-Risk Low-Risk Admitted two or more times in the past year Patient or family caregiver is unable to Teach Back, or has a low confidence to carry out self-care at home Admitted once in the past year Patient or family caregiver is able to Teach Back most of discharge information and has moderate confidence to carry out self-care at home No other hospital stays in the past year Patient or family caregiver has high confidence and can Teach Back how to carry out self-care at home Rutherford P, Nielsen GA, Taylor J, Bradke P, Coleman E. How-to Guide: Improving Transitions from the Hospital to Community Settings to Reduce Avoidable Rehospitalizations. Cambridge, MA: Institute for Healthcare Improvement; June Available at 30

31 When are patients being readmitted? Initial readmissions spike within 48 hours of discharge 66% of readmissions occur within 15 days PPR = Potentially Preventable Readmissions Dianne Feeney is associate director of quality initiatives for the Maryland Health Services Cost Review Commission (HSCRC) Post-acute Follow-up Care: Prior to Discharge 62 High-Risk Moderate-Risk Low-Risk Schedule a face-to-face follow-up visit within 48 hours of discharge. Assess whether an office or home health care is the best option for the patient. If a home care visit in 48 hours, also schedule a physician office within 5 days. Initiate intensive care management as indicated (if not provided in primary care or in outpatient specialty clinics Provide 24/7 phone number for advice about questions and concerns. Initiate a referral to social services and community resources as needed. Schedule a follow-up phone call within 48 hours of discharge and a physician office visit within 5 to 7 days. Initiate home health care services (e.g. transition coaches) as needed. Provide 24/7 phone number for advice about questions and concerns. Initiate a referral to social services and community resources as needed. Schedule follow-up phone call within 48 hours of discharge and a physician office visit as ordered by the attending physician. Provide 24/7 phone number for advice about questions and concerns. Initiate referral to social services and community resources as needed. IHI: Improving Transitions from the Hospital to Community Settings to Reduce Avoidable Rehospitalizations. June

32 63 Arch Intern Med, 2003;163:83-90 Copyright 2003, American Medical Association. All Rights reserved Key Changes for Improving Transitions to the Clinical Office Practice 1. Ensure timely and appropriate care following hospitalization 2. Prior to the visit: Prepare patient and clinical team 3. During the visit: Review or initiate care plan 4. At the conclusion of the visit: Communicate and coordinate on-going care plan to other team members 32

33 Key Changes for First Home Health Care Visit Post-discharge 1. Meet the patient, family caregivers, and inpatient caregivers in the hospital and review transition home plan 2. Assess the patient, initiate plan of care, and reinforce patient self-management at first postdischarge home health care visit 3. Engage, coordinate, and communicate with the full clinical team Key Changes for Improving Transitions to Skilled Nursing Facilities Ensure SNF Staff Are Ready and Capable to Care for the Resident 2. Reconcile Treatment Plan and Medications 3. Engage the Resident and Family in a Partnership to Create an Overall Plan of Care 33

34 Post-acute Plan of Care for Residents Transitioning to SNFs or Rehab a reliable transition of care after the resident is discharged from the hospital (review plan of care, medication reconciliation, etc.) continuity of care with an MD or APN proactive advanced illness planning with the patient and family members reliable evidence-based care in the SNFs (fall prevention, care of patients with HF, etc.) timely assessment of changes in clinical status of residents and a plan to address common conditions Lessons Learned Local learning about the process failures and problems that exist is core to success Knowledge of patients home-going needs emerges throughout hospitalization Family caregivers and clinicians and staff in the community are important sources of information about patients home-going needs Through Teach Back we learn what patients know about their conditions and self-care needs 34

35 Lessons Learned Cross-continuum team partnerships transform care processes together Senders and receivers partnerships agree upon and design the needed local changes Vital few critical elements of patient information that should be available at the time of discharge to community providers Written handover communication for high risk patients is insufficient; direct verbal communication allows for inquiry and clarification Lessons Learned Appropriate and timely follow-up care is dependent on availability and payment for services There are no universally agreed-upon risk assessment tools We need a much deeper understanding of how best to meet the needs of high-risk patients Use practical methods to identify modifiable risks 35

36 Lessons Learned Reducing readmissions is dependent on highly functional cross-continuum teams and a focus on the patient s journey over time Providing intensive care management services for targeted high risk patients is critical Reliable implementation of changes in pilot units or pilot populations require 18 to 24 months Contemporary Evidence about Hospital Strategies for Reducing 30-day Readmissions Cross-sectional study of hospitals enrolled in the Hospital to Home (H2H) initiative to determine prevalence of practices being implemented or patients with HF or AMI Although most hospitals had a written objective of reducing preventable readmissions, the implementation of recommended practices varied widely 49.3% of hospitals partnered with community MDs Inpatient and outpatient prescription records were electronically linked in 28.9% of hospitals Discharge summary was sent to the primary care doctor in 25.5% of hospitals On average, 4.8 of 10 recommended practices were implemented Bradley, EH, Curry, L, Horwitz, LI, Sipsma, H, Thompson, JW, Elma, MA, Walsh, MN, Krumholz, HM, Contemporary Evidence about Hospital Strategies for Reducing 30-Day Readmissions Journal of American College of Cardiology,

37 Ohio Hospital Association Work Results in Hospital Readmission Reductions AUGUST 2, 2012 OHA s Quality Institute worked to decrease hospital readmissions through the Ohio State Action on Avoidable Rehospitalizations (STAAR) Initiative. Eighteen hospitals participated, and results showed an eight percent greater reduction in STAAR hospitals readmissions than other Ohio hospitals. The Columbus Dispatch reported that hospital readmissions in Ohio dropped six percent in 18 months and accredited the STAAR program as a factor in the decrease. prepared at the request of the Center for Medicare and Medicaid Innovation (CMMI) 37

38 UCSF Heart Failure Program California-San-Francisco.aspx An Early Look at a Four-State Initiative to Reduce Avoidable Readmissions. Boutwell, A,, Bihrle Johnson, M, Rutherford, P, et. al. Health Affairs, July 7,

39 Summary Rehospitalizations are frequent, costly, and actionable for improvement The IHI approach acts on multiple levels engaging hospitals and community providers, communities, and state leaders in pursuit of a common aim to reduce avoidable rehospitalizations Working to reduce rehospitalizations focuses on improved communication and coordination over time and across settings With patients and family caregivers; Between clinical providers; Between the medical and social services (e.g. aging services, etc.) Working to reduce rehospitalizations is one part of a comprehensive strategy to promote patient-centered care and appropriate utilization of health care resources Care Transitions Resources (c) Eric A. Coleman, MD, MPH 39

40 Donald Goldmann, MD Pat Rutherford, RN, MS Co-Principal Investigators, STAAR Initiative Institute for Healthcare Improvement AvoidableRehospitalizationsSTAAR.htm BREAK 40